Currently, retail is undergoing transformations that extend far beyond new technologies or channel expansion. According to data from the National Confederation of Commerce of Goods, Services, and Tourism (CNC), the sector projects growth of 3.66% in 2026, surpassing the 1.81% estimated for 2025. For mentor Surama Jurdi, CEO and founder of Surama Jurdi Academy, a global business education ecosystem, the market next year will be shaped by a structural mindset shift, with business models oriented towards friction reduction, ecosystem creation, and value generation beyond the product. “The sector will not be defined by who sells cheaper, but by those who operate with excellence, learn quickly, and build lasting trust relationships with customers,” she comments.
Surama, a specialist in retail, leadership, and business education with over 20 years of experience, presents the key trends for retail in 2026. See below:
1 – Strategic role of the physical store
The physical store has not disappeared; it now functions as a strategic hub for services, experiences, logistics, and relationships, offering specialized service and immersive experiences to customers. “The product itself loses its leading role in these spaces. The true value lies in the brand's ability to simplify the customer journey and deliver complete solutions with fluidity and consistency. Furthermore, retail will be increasingly driven by data and actual behavior. In a more cautious global scenario, trust, predictability, and efficiency return as strategic assets,” comments the mentor.
2 – Globalization with standardization and local adaptation
International expansion has entered a new phase, where scaling does not mean automatically replicating models. Successful companies operate with a global core, but execution is local. “Technology, data, supply chain, service standards, and brand positioning need to be scalable. While product variety, communication, pricing, payment methods, logistics, and experience must respect the culture and behavior of each market. The most common mistake companies make is trying to export the entire model, but the correct approach is to take only the value thesis and adjust the execution. Globalizing requires cultural reading, market emotional intelligence, and the ability to adapt quickly without losing identity,” advises Surama.
3 – Constant and practical innovation
Innovation definitively ceases to be a one-off project and becomes an operational competency. Leading organizations are those that create structured routines for testing, learning, and scaling, guided by data and clear governance. “Without this discipline, initiatives end up lost in pilots disconnected from business reality. The differentiator shifts less from rhetoric and more towards the consistent application of methods and effective execution,” says the CEO.
4 – Artificial intelligence in operations
Artificial intelligence should integrate the operational foundation of modern retail, enhancing decision quality, efficiency, and freeing up teams for activities of higher strategic value. “When applied in an integrated manner, AI improves demand forecasting, reduces stockouts, optimizes pricing, enhances customer service, and strengthens personalization. However, without clear processes, a data-driven culture, and prepared leadership, its impact becomes limited,” says the mentor.
5 – New consumer behavior
People make decisions based on two main criteria: trust and time, valuing brands that offer curation, clarity, and simplicity, thereby reducing the excess of choices throughout the journey. “The expectation is for the brand to know the customer, anticipate needs, and deliver relevant solutions. Price remains important, but the perception of fairness, operational convenience, reliable delivery, ease of returns, and quality of human service gain increasing weight in purchasing decisions. Furthermore, social proof, communities, influencers, and real experiences have more impact than traditional campaigns. Sustainability and purpose are significant, provided they are grounded in concrete and consistent practices,” states Surama.
The expert emphasizes that the advancement of retail requires an equivalent evolution in leader development; business education must go beyond theory and be connected to practice. “The 2026 leader needs to master three pillars: global vision, local execution capability, and human development. Without qualified leadership, a strong culture, and strategic clarity, no transformation is sustainable. It's not just about accumulating knowledge, but applying learnings in decision-making, action, and sustainable results,” she concludes.
